Organizational growth strategies, performance management, individual and organizational learning, change management, competency-based management, and organizational culture and leadership. The analysis reviews different OD models and tools for the entire OD process, starting with the entry and contracting phase, to continue with the organizational diagnosis phase, later, the selection of the OD intervention, and lastly the evaluation of impact and results phase. Organizational development OD aims at improving the results at the organization, group and individual levels. Another important consideration when implementing OD interventions is to attend two important, yet complementary perspectives:
What does OD look like in practice and what seems to makes it effective? These are the key issues I will aim to address in this brief article. At the May meeting of the OD Innovations Network, the Institute for Employment Studies presented research Fish or Bird — Perspectives on Organisational Development which confirmed that, after 30 years of development in the UK, OD still remains ill-defined as a coherent body of research and practice.
Trying to achieve strategic organisational change through personal development or training alone can feel inadequate or simplistic. If we understand the wider context, we can act within it to improve the chances of success.
The traditional trainer noticed that the effectiveness and impact of training interventions depends as much on what happens outside of the room e. OD is a further broadening of perspective, seeing the whole organisation as a learning organism and inquiring into what enhances or inhibits its performance and development at a wider systemic level.
Exploring the dynamic interplay between different dimensions can feel energising, fulfilling and holistic. What does it look like?
This demands an ability to live and work with high degrees of ambiguity and flexibility and to navigate oneself and others through nebulous mists of organisational reality. It has a body of knowledge and skills which it draws on depending on what is needed.
Clients often buy what they experience in the person — their personal qualities, not just expertise.
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The boundaries are dotted and thin so that the qualities one looks for and experiences in the good OD practitioner can be found in others too — e.
In fact, inherent in the OD role is developing these qualities and capabilities in others. The trick is to manage mutual expectations by contracting openly and explicitly with clients so that each party is clear and agreed on what role each will take at which stage and why.
This provides a basis for planning which aspects to prioritise and work on in the coming year and action research formulate a hypothesis, try it out, evaluate what happens, identify critical factors, learn from the results. Figure 1 The real opportunity lies in using this framework creatively as a springboard for conversation with leaders and staff, e.
For instance, when recruiting for talent, is raw capability enough? Who will they need to influence or engage with in practice? Is that about compliance or contribution?
What would living out World Vision values look like in this role? When talking about developing and managing performance, what does good performance actually look like?
Figure 2 What makes it effective? In light of all this, how can I explain what OD is and what makes it effective? I agree with that and find it helpful, instead, to think of OD in terms of three interrelated dimensions: Words like warmth, openness, presence, insight, wisdom, empathy, integrity, humour; words that actually sound more like spiritual qualities, personality and character than technical knowledge or skill.
OD as a field of research draws on social and behavioural sciences to understand and explain how human systems work. My own post-graduate studies in this field drew on psychodynamics, social psychology, social anthropology and systems theory.
OD explores paradigms, reframes the status quo and stimulates new ways of thinking and behaving. OD practitioners can be found operating in a number of different roles and modes, the most common being consultant, coach, mentor, facilitator, mediator and business partner.
They tend to work more closely with leaders than individual staff, although they may engage in teambuilding or staff engagement activities aimed at building stronger and more effective working relationships between different people and parties across the organisation.
Many operate as independent consultants and coaches, enabling them to stand outside of organisational systems and provide insight and challenge from that perspective. As a personal level, I periodically ask key stakeholders for open, honest feedback, e.
At an implicit level, OD practitioners may gauge how their input is valued by whether or not they are invited to the table where key leadership conversations take place on strategy, policy, performance and development.
What can he or she do to develop their own insight, practice and influence? I will offer some ideas and pointers below which draw on my own experience.The Medical Services Advisory Committee (MSAC) is an independent non-statutory committee established by the Australian Government Minister for Health in Role of HR in driving sustainable business practices 3 Critical success factors for implementing sustainable business practices Role of HR Creation of a sustainable vision (core values, core.
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Your single source for employee web survey vendors. View sample questions and systems. Wright, N. (), ‘Towards Organisation Development’, Training Journal, Fenman, February, pp Introduction At the start of , the word on the street is that an increasing number of Learning & Development professionals are keen to learn more about Organisation Development and increase their knowledge, experience and skill in this arena.
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Cognitive psychology explores the branch of mental science that deals with motivation, problem-solving, decision-making, thinking, and attention.